Discussion Topic 12
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Daft12ePPT_Ch15.pptxChapter 15
Leadership
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The Nature of Leadership
Many styles of leadership can be effective
People, influence, and goals
Leadership is the ability to influence people toward the attainment of goals
Reciprocal, occurring among people
A “people” activity, different than administration and problem solving
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Contemporary Leadership
Leadership evolves as the needs of the organization change
Leadership has evolved with technology, economic, labor, social, and cultural changes
Responding to the turbulence and uncertainty of the environment
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Contemporary Leadership
Four approaches for today’s turbulent times:
Level 5 leadership
Servant leadership
Authentic leadership
Interactive leadership (gender differences)
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Level 5 Leadership
Highest level in a hierarchy of manager capabilities
Lack of ego (humility)
Fierce resolve to do what is best for organization
Shy and self-effacing
Credit other people
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15.1 Level 5 Hierarchy
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Servant Leadership
Work exists for the development of the worker
Servant leaders transcend self-interest to serve others
Servant leaders give away power, ideas, information, recognition, credit, and money
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Authentic Leadership
Leaders who know and understand themselves
Espouse and act with higher order ethical values
Staying true to one’s values and beliefs
Inspire trust and commitment
Respect diverse viewpoints
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Authentic Leadership
Encourage collaboration
Help others learn, grow, and develop as leaders
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15.2 Components of Authentic Leadership
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Gender Differences
Associated with Level 5 leaders and female leaders
Interactive leadership means that the leader favors a consensual and collaborative process
Influence derives from relationships rather than position power and formal authority
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15.3 - Gender Differences in Leadership Behaviors
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From Management to Leadership
Good management is essential to organizations
However, good managers must be leaders
Management promotes stability and order within the existing organizational structure
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From Management to Leadership
Leadership motivates toward vision and change
Leadership cannot replace management, there should be a balance of both
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15.4 Leader and Manager Qualities
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Leadership Traits
Early research on leadership focused on traits
Traits – distinguishing personal characteristics of a leader
Intelligence, honesty, self-confidence and appearance
Great Man Approach to leadership
Traits are reemerging as a leadership interest
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Leadership Traits
Effective leaders possess varied traits and combine these with their strengths
Strengths – natural talents and abilities that have been supported and reinforced with learned knowledge and skills
Provides individual with best tools for accomplishment and satisfaction
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15.5 Personal Characteristics of Leaders
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Behavioral Approaches
Research beyond leadership traits
Defined two leadership behaviors:
Task-oriented behavior
People-oriented behavior
Foundation of important leadership studies
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Ohio State Studies
Identified two major behaviors:
Consideration; people oriented
Mindful of subordinates
Respects ideas and feelings
Establishes mutual trust
Initiating structure; task behavior
Task oriented
Directs work activities toward goals
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Michigan Studies
Compared the behavior of effective and ineffective supervisors
Employee-centered leaders (most effective)
Establish high performance goals
Display supportive behavior
Job-centered leaders (not effective)
Less concerned with goal achievement/human needs
Focus on meeting schedules, cost-management, and efficiency
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15.6 The Leadership Grid
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Contingency Approaches
How do situations influence leader effectiveness?
Situational model of leadership
Leadership model (Fiedler)
Substitutes for leadership concept
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Situational Theory of Leadership
Extension of behavioral theories
Focus on characteristics of followers
Seek appropriate leadership behavior
Subordinates vary in readiness determined by:
Degree of willingness and ability a subordinate demonstrates while performing a task
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15.7 The Situational Model of Leadership
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Fiedler’s Contingency Theory
Leader’s style is task oriented or relationship oriented
Relatively fixed leadership style difficult to change
Goal is to match the leader’s style with organizational situation
Analyze the leader’s style to the favorability of the situation
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15.8 How Leader Style Fits the Situation
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Substitutes for Leadership
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There are situations where leader style is unimportant
There are situations and variables that can substitute or neutralize leadership characteristics
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15.9 Substitutes and Neutralizers for Leadership
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Charismatic and Transformational Leadership
Charismatic leaders are skilled in the art of visionary leadership
Vision is an attractive, ideal future
Inspire and motivate people to do more
A lofty vision
Ability to understand and empathize
Empowering and trusting subordinates
Visionary leaders speak to the hearts of employees to be a part of something big
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Transformational versus Transactional Leadership
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Transactional
Clarify tasks
Initiate structure
Transformational
Innovative
Recognize follower needs
Provide awards
Improve productivity
Hard working
Tolerant and fair minded
Focus on management
Inspire followers
Create a better future
Promote significant change
Followership
Organization does not exist without followers
Understand followers: critical thinking versus dependent uncritical thinking
Alienated follower
Passive follower
Conformist
Pragmatic survivor
Effective follower
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15.10 Styles of Followership
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Power and Influence
Position Power
Legitimate power
Reward power
Coercive power
Personal Power
Expert power
Referent power
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Both leaders and followers use power to get things done
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Power and Influence
Other sources of power
Personal effort
Network of relationships
Information
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15.11 Six Interpersonal Influence Tactics for Leaders
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